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A fresh perspective on the HR function, High Performance HR challenges the traditional view of HR as a service function and replaces it with a new vision of HR as an internal business accountable for the return on investment of essential corporate assets-people and organizational processes. High Performance HR not only challenges HR's traditional role, but also provides practical strategies for leveraging HR's role, priorities, accountabilities, and organizational design.Get your copy today!

About the Author Dr. David Weiss is a Partner in the international human resources consulting firm of Geller, Shedletsky #38; Weiss. They specialize in providing consulting services in business strategy, organizational change, human resources development, management assessments, and career management. David Weiss has developed an extensive practice providing HR consulting and executive development to a wide range of clients throughout North America in many industries including telecommunications, pharmaceuticals and financial services. He specializes in redesigning human resource functions to provide strategic value to the company, facilitating senior executive strategic thinking processes and team building, realigning businesses to achieve customer focus, implementing national change management initiatives, and mediating conflicts in all aspects of employee management and customer relations to achieve effective solutions. David received his Doctorate from the University of Toronto and has two Masters degrees from Columbia University in New York. He is a Senior Fellow of the Industrial Relations Centre of Queen&#146;s University, a Past President of the Organizational Psychology Section of the Ontario Psychological Association, and an honored member of the International Who&#146;s Who of Professionals. He is a sought-after motivational speaker, trainer, and facilitator, and he is on the editorial board of the Canadian Learning Journal. He is the author of Beyond the Walls of Conflict: Mutual Gains Negotiating for Unions and Management. High Performance HR is his second book. More information about David and his firm is available at www.gswconsultants.com.

Preface

vii

Acknowledgments

xv

PART ONE: The Challenge

1

(52)

The Irish Elk

3

(20)

The Focus for HR's Transformation

4

(4)

The Growth Curve

8

(1)

Phase One---The Start-up Phase

9

(1)

Phase Two---The Growth Phase

10

(4)

Phase Three---The Mature Phase

14

(5)

Respond to Company Risk with HR Professional Discipline

19

(1)

Summary

20

(3)

An HR Business within a Business

23

(14)

Businesses and Organizations

24

(1)

Becoming an HR Business within a Business

25

(1)

Align HR To Deliver Value to the External Customer

26

(2)

Redefining HR's Internal Client Relationships

28

(7)

All Roads Lead to the External Customer

35

(1)

Summary

35

(2)

The Discipline of Abandonment

37

(16)

Why Disciplined Abandonment Is Important

38

(2)

Leadership and Abandonment

40

(1)

Abandonment and Removing ``Noise'' from the System

41

(4)

People, Organizational, and Business Processes

45

(1)

An Exercise in Abandonment

46

(2)

Three Kinds of Abandonment for HR

48

(2)

The Discipline of the ``Tie Goes to the Runner'' in Abandonment

50

(1)

Life after Abandonment

51

(1)

Summary

51

(2)

PART TWO: People And Organizational Processes

53

(62)

Core People Processes

55

(30)

The ``Hatch'' People Processes

57

(4)

The ``Match'' People Processes

61

(1)

Performance Development

62

(6)

Compensation and Recognition

68

(2)

Employee Services

70

(6)

The ``Dispatch'' People Processes

76

(5)

Delivering Core and Strategic Process Outcomes

81

(1)

Summary

82

(3)

Organizational Value-Add

85

(30)

T: Technology as an Enabler to Allow Many of the New HR Activities to Occur

86

(5)

L: Learning---Building a Continuous Learning Environment

91

(7)

C: Consulting to Enhance Organizational Performance

98

(14)

A Final Note on Organizational Value-Add Processes

112

(1)

Summary

113

(2)

PART THREE: Strategic Business Processes

115

(138)

Business Transformation: An Overview

117

(16)

Business Transformation Risks and Opportunities

118

(3)

Choosing the Priority Business Transformation

121

(3)

HR Professional Must Be Strategic Partners to Deliver the Business Transformation

124

(2)

Two Contrasting Examples of HR's Potential Role in Business Transformation

126

(4)

The Next Four Chapters

130

(1)

Summary

131

(2)

Cultivate a Flexible Culture

133

(30)

How to Cultivate a Flexible Culture

133

(1)

Create and Live the Shared Values

134

(5)

Develop Leaders Who Inspire Shared Meaning in the Work

139

(7)

Foster Organizational Elasticity

146

(10)

Insure Rewards and Recognition Support the Flexible Culture

156

(2)

Human Resources Enables the Flexible Culture

158

(2)

Summary

160

(3)

Champion Strategic Alignment

163

(28)

The Five Areas of Strategic Alignment

167

(1)

Alignment to the Vision of the Company

167

(4)

Alignment with Other Strategic Teams and Changes within the Company

171

(4)

Alignment to the Customer's Needs

175

(2)

Alignment with Preferred Suppliers

177

(3)

Internal Alignment within the Strategic Team

180

(5)

How to Fail at Strategic Alignment

185

(1)

HR Measures 360° Alignment

186

(1)

Human Resources Models Strategic Alignment

187

(1)

Summary

188

(3)

Implement Change and Transition

191

(36)

Change and Transition

192

(1)

The Process of Implementing Change and Transition

193

(3)

Understand Competitive Forces and Customer Value

196

(1)

Select Change Leaders and Define Accountabilities

197

(6)

Identify the Preferred Future and the Urgency for the Change

203

(3)

Engage Key Stakeholders and Identify Their Interests

206

(3)

Plan the Change in Detail and Anticipate Contingencies

209

(4)

Roll-Out: Communicate, Train and Help People Adjust to Gain Commitment to the Change

213

(6)

Roll-In: Implement the Change and Make It Business As Usual

219

(2)

Roll-On: Measure Results, Share Learnings and Continuously Improve

221

(3)

HR Applies the Implementing Change and Transition Process to Its Own Changes

224

(1)

Summary

224

(3)

Insure a Return on Investment In Human Capital

227

(26)

The Strategic Value of the Return on Investment in Human Capital

228

(3)

Identifying a Metric of Human Capital

231

(3)

Calculating the Investment Made in Human Capital

234

(4)

Implications of RIHC for the HR ``People and Organizational Processes''

238

(5)

The Assessment of the RIHC for Performance Development

243

(2)

HR Prepares Dynamic Reports on the Return on Investment in Human Capital

245

(2)

The HR Competencies Needed to Support RIHC Analysis

247

(1)

Benefits for HR When It Takes Accountability for RIHC

248

(2)

Barriers for HR in Leading the RIHC Business Transformation

250

(1)

Summary

251

(2)

PART FOUR: The Way Forward

253

(40)

HR Structure, Roles, and Relationships

255

(20)

An Approach to Organizational Structure for HR

255

(4)

Roles and Relationships for the HR Strategic Partners

259

(2)

Roles and Relationships for the HR Process Owners

261

(5)

Roles and Relationships for the HR Strategy Council

266

(6)

Summary

272

(3)

The Solution after Next: Integrating Internal Service Businesses

275

(18)

Five Levels of Integrating Internal Service Businesses

277

(1)

Shared Learnings among Internal Service Businesses

278

(2)

Integration through Joint Planning and Project Management

280

(2)

Integration through Common Processes and Approaches but Still Operating Separtely